As U.S. practitioners, we often need to push back on requests when we are already fully allocated or when requirements are not well enough to find. However, we must do this tactfully because in the real world, it’s not always acceptable to say no to our managers. So when project requests come in that we don’t have time for. Instead of saying no, determine what resources are needed to take on that project, instead of shutting down colleagues, build allies by saying, I want to support this project, but my time is fully allocated.
Let’s re prioritize my project deliverables based on business needs and rethink my deadlines so that I can support this new project. Now, in taking this approach, we are seen as a team player. Instead of saying no, we are prioritizing work based on what is best for the business and our customer. Now consider a project that lacks UX requirements. In this case, we need to convey the risks of a poor design in terms of increased customer support calls, site abandonment, an engineering rework. Now, conversely, we can discuss the return on investment for proper UX work and how a small investment in time and research can pay off in the long term. In this case, we say, I think I can positively contribute to this product, but without requirements and research, there is considerable risk to both the customer and the product success. If I had two more weeks and a contractor, we can make this project a success without the costly rework. Now in the big picture, a delay of one or two sprints or a few weeks is a small price to pay for ensuring that requirements and designs are sound and will achieve both user and business goals. Taking these approaches, managers and stakeholders will see that work must be considered early in the planning process and sound UKCS requirements are an integral part of product success.